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Aug 12

The Importance of a Global Mindset for Success Overseas

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

In the current worldwide economic situation, being culturally aware and interculturally competent is a must for success in this highly competitive international market. Successful business people from all over the world are competing for top positions in international organisations. Being business savvy and having a good track record at home is no longer enough to secure the best roles in the global arena.

Globe Kasia i The Importance of a Global Mindset for Success Overseas

© istockphoto.com/ Kasia

 

According to new research published by the Harvard Business Review, a ‘global mindset’ is what candidates need to be successful in a global role in which they will need to be capable of adjusting to different environments and have the ability to work effectively with international colleagues. This ‘global mindset’ is defined as having three key elements: intellectual, psychological, and social capital.

Looking at how two people, one with and one without a global mindset, deal with cultural difference and international situations can give us a very good idea of how important having a global mindset is for anyone in a global role.

Alan, a promising employee at a US-based manufacturer was sent to Beijing as general manager for consumer products. He was excited by the challenge and looked forward to helping his company through a difficult period which was due to internal tensions that were interfering with the growth of the company. Before he started his new role he researched Chinese culture and read that the Chinese tend to think collectively and prioritise the interests of the group. As he started his work in China he emphasised the need for cooperation and teamwork amongst his employees in order to improve the situation and achieve the desired results.

After 60 days however there were no visible improvements and Alan found that although his employees had agreed to all of his suggestions, they had not committed to any specific action and were also not holding anyone accountable for the lack of improvements. Alan soon started to lose confidence in his abilities, took a dislike to Chinese food and Chinese culture and ended up returning to the US before the end of his international assignment in China costing the company wasted time and money.

Debra, Alan’s colleague, had a completely different experience when she was sent to Sao Paulo under similar circumstances. She was expected to turn around operations affected by low productivity and poor staff morale in a short timeframe. Unlike Alan, Debra was born in Venezuela to US military parents, had travelled extensively throughout her life and was fluent in several languages. Debra quickly embraced her new position and sought input from the local staff about what needed to be done to improve productivity. She did her research and took every opportunity she could to reach out to her staff. Within months, her project was back on the right track.

So although Debra’s background was more international than Alan’s, why were their experiences so different?

According to experts, the intellectual, psychological and social capitals that make up a ‘global mindset’ are each comprised of three key attributes that can guarantee organisations that their assignees are ready and likely to succeed in an international assignment. These attributes are:

Intellectual Capital: Global business savvy, cognitive complexity and a cosmopolitan outlook.

Psychological Capital: Passion for diversity, thirst for adventure and self-assurance.

Social Capital: Intercultural empathy, interpersonal impact and diplomacy.

Debra’s previous experiences abroad and her knowledge of other languages and cultures helped her to better understand her new employees and how she needed to deal with them in order to increase staff morale, confidence and productivity. She possessed, apart from talent, the ‘global mindset’ required for the international assignment set by her company. While Alan was talented as well, his skills weren’t as transferable to another culture given his lack of previous exposure to an international environment.

Debra was born into a different culture and had international experiences from an earlier age than Alan. However, the skills necessary for success in international assignments are not necessarily skills you are born with but can be acquired through cross cultural awareness training and international exposure.

Cultural awareness training programmes can equip you with the relevant tools and strategies to communicate efficiently with foreign counterparts and reduce the stress coming from a new and international context. They can also help you to adapt your management styles and understand the motivation factors and expectations of your new counterparts, ensuring a good working atmosphere. Getting familiar with their cultural values will also help you to decipher their behaviours and thus avoid critical incidents which can jeopardise a project or a profitable business opportunity.

Communicaid’s specialist courses such as cultural training for Relocation, Managing International Teams or Effective Global Leadership can provide you and your company the necessary knowledge and skills required to thrive in the international arena. By being culturally aware and prepared to work across different cultures, employees of international organisations who posses this ‘global mindset’ are invaluable assets to their company, capable of increasing their chances of success and of profitable international assignments.

© Communicaid Group Ltd. 2010

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Aug 10

The Recipe for a Durex International Acquisition

Cross Cultural Training, Culture, Culture training for Business & Management No Comments »

Did you know that Durex stands for Durability, Reliability and Excellence? SSL, the owner of Durex and Scholl, was recently acquired by Anglo-Dutch company Reckitt Benckiser, manufacturers of cleaning merchandise ranging from Cillit Bang to Air Wick. As these two organisations come together, will SSL maintain their existing principles or adapt to those of its new owner Reckitt Benckiser? Let’s look at the three characteristics of Durex in a bit more detail.

Durability

This factor could prove quite challenging because a high number of cross-cultural M&A’s fail within a few years due to cultural misunderstandings, failure to merge organisational cultures and miscommunication between teams. Reckitt Benckiser’s long and well established experience in expanding to new markets and merging with other companies may help it escape a failed acquisition, but the question remains whether this partnership will last.

From the organisation’s background and international experience, it should be easy to think positively about the future but the reality is that many challenges lie ahead. Through this acquisition Reckitt Benckiser will see an increase of approximately 10,000 people coming from all over the world, so the tactics they have used in the past may not meet such a large scale global acquisition.

Reliability

Even though both companies’ principles point towards similar international goals, they are likely to have very different approaches to achieving them. Bart Becht, CEO of Reckitt Benckiser, has a very precise way of leading innovation and research which might clash with SSL’s method. This is particularly true when dealing with its recent providers in Russia and Ukraine.

For example, Russian society is fundamentally egalitarian, so it’s important to bear in mind that mutual advantage and reciprocity are key values when doing business with Russians. On the other hand, while having a flexible work ethos, Russians recognise authority so it is essential to show recognition of the hierarchical structure and respect of authority.

Excellence

SSL and Reckitt Benckiser have created performance driven cultures over the years, giving much importance to watching and listening to the consumer. However, to guarantee a successful acquisition, it is crucial they communicate as much as possible with the employees and consider their expectations and preferences. Differences in management styles, reward systems and decision-making processes are all areas that could lead to failure if the people in charge are not aware of all the subtleties that doing business abroad presents. A cross cultural awareness training programme such as Communicaid’s Working Effectively across Cultures can provide you with in-depth insight of underlying cross-cultural attitudes, values and behaviours and their impact on the workplace to avoid any cross-cultural issues during this M&A.

Team cercle Rafal Zdeb i1 The Recipe for a Durex International Acquisition

© istockphoto.com/Rafal-Zdeb

 

Becht sees diversity and conflict as real strengths, but will that be still manageable in this new organisation? Conflict is good if seen as a multitude of perspectives coming together, but when culturally embedded differences become insurmountable, then the company can really suffer.

The outcome of a conflict could be measured differently depending on the culture you are working in. In Asia, for example, mutual face-giving behaviour is much more important than finding practical goals and solutions. Conversely, in most Western countries it is vital to address issues directly and openly while trying to focus on the outcome. So, while for you a confrontation might have had a satisfactory outcome, your counterpart might be feeling frustrated, resulting in a significant deterioration of your relation.

These different approaches can cause feelings of mistrust and misunderstanding which will hinder the smooth running of the newly formed company. Attending one of Communicaid’s cross-cultural training courses such as Managing International Mergers and Acquisitions can give you the opportunity to examine essential cultural components in mergers and acquisitions planning, grounding and implementation.

Reckitt Benckiser has at its disposal a great pool of international workers who can contribute to the further growth of the company thanks to a variety of different approaches and points of view. By managing in a culturally sensitive way, this merger has the potential to create positive progression towards a cooperation that is durable, reliable and excellent – ingredients for global success!

© Communicaid Group Ltd. 2010

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Aug 03

Negotiating across Cultures – Is Losing your Temper a Good Strategy?

Cross Cultural Training, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

An international team of French and American researchers recently conducted experiments on the effect of anger during international negotiations. The experiments involved 130 Americans, 63 of whom had a European background while 67 had an Asian background. The aim of this study was to establish whether or not anger could be used as a tool to influence a foreign counterpart, regardless of his/her cultural core values.

Meeting Business Meeting 2 nyul i1 Negotiating across Cultures Is Losing your Temper a Good Strategy?

© istockphoto.com/ Nyul

 

The results are clear: Americans with a European background are more likely to accept demands coming from a counterpart who openly shows their frustration or anger. However, using this particular strategy will be ineffective with Asian interlocutors. But how can we explain these differences?

In Europe, negotiations are usually seen as a test where both parties confront their strengths: the strongest wins while the weakest inevitably loses and is the one who makes compromises. In this context, showing anger or a strong display of emotion can be a way to influence the outcome of the negotiations as well as a way to express your will and eagerness to succeed.

This strategy may not be effective everywhere in Europe however. For example, showing emotions tends to be negatively perceived in countries with a neutral communication style such as Norway or Germany. On the other hand, countries with an affective communication style like Spain or Italy tend to accept displays of anger or strong feelings.

Meanwhile in Asia, the importance of harmony is paramount and is present even during business negotiations. Building this harmony takes time but it can result in consensus and a win-win situation. Asians also tend to be obsessed with the concept of ‘face’ and will do everything they can to keep face during a negotiation. A loss of face in most Asian countries includes any sign of violent emotion such as anger or exaggerated eagerness. Shattering harmony is also considered inappropriate and can harm your reputation and jeopardise the whole negotiation process along with future business opportunities.

If we consider these huge differences in negotiation styles and expectations, it’s not difficult to foresee potential problems and risks that European and Asian negotiators may encounter during international meetings.

Providing employees the tools they need to understand their international counterparts and work effectively in a global context is key to success. Cross cultural awareness training courses such as Negotiating across Cultures or Doing Business in Japan can help you and your organisation to truly understand the complexities of cross-cultural negotiation styles and expectations and give you strategies to manage them effectively.

© Communicaid Group Ltd. 2010

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Jul 16

Cross Cultural Theory: Expressing your Emotions across Cultures

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management No Comments »

Have you ever been in a situation where you felt your business counterparts were holding something back from you? Or perhaps you’ve been in a meeting and not been able to tell how your colleagues feel about your proposals? Conversely, have you ever found yourself feeling that your international counterparts should learn to keep to themselves and control their emotions?

The extent to which people express their emotions can often be described using the terms affective and neutral. People from affective cultures tend to express their feelings and emotions openly whereas people from neutral cultures usually try to hide their thoughts and feelings. One of Fons Trompenaars’ seven cultural dimensions, these two opposing concepts can help us to understand behaviours and reactions to situations so that we avoid making false interpretations or judgments about others when working across cultures.

Business meeting 8 track5 i1 Cross Cultural Theory: Expressing your Emotions across Cultures

© istockphoto.com/ Track 5

 

When doing business in Brazil or living and working in Italy, both affective cultures, you may find that your counterparts show their reactions immediately and directly through verbal and non-verbal channels such as increasing the level of their voice, using gestures or making more physical contact. However, if you are from a neutral culture like the US or Finland, this may make you feel uncomfortable and sometimes even aggressed. Meanwhile, your Brazilian or Italian counterparts may find your lack of outward expression of feelings confusing and might perceive you as being cold and reserved.

When working across cultures it’s important to be able to recognise how the display of emotions or lack thereof can impact relationships and cross-cultural communication. Failing to understand how your business counterparts express themselves can result in major misunderstandings or misjudgement.

Participating in a cross cultural awareness training course like Doing Business in Brazil or Living and Working in Italy, you can learn not only how to correctly interpret your international counterparts but also how to control your own reaction to it.

© Communicaid Group Ltd. 2010

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Jul 07

The Future of International Assignees – What trends can we expect in 2020?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

A recent report published by PricewaterhouseCoopers gives us a glimpse of the state of international assignments in the year 2020. This comprehensive report shows new trends, challenges and opportunities of international assignments in the years to come, from the use of new technology to remuneration policies and from the new type of assignees to connections between states and companies.

 

Business People walking urbancow i1 The Future of International Assignees – What trends can we expect in 2020?

© istockphoto.com/ Urban Cow

 

Here we have summarised some of the highlights of the report:

International Assignees

PricewaterhouseCoopers foresee a 50% rise in the number of international assignees, but as the baby boomers slowly begin to retire, new generations of international workers will appear to replace them. New generations of international assignees will be motivated by different factors and have diverse career goals.

According to the report, The Generation Xers will arrive at their full career potential in 2020. They will be selective about their assignments and try to maximise their income. They will be joined by the Millennials who tend to perceive international assignments as a rite of passage and are more likely to work abroad longer and come back to their homeland later in their career. In 2020 we will also still see some of the baby boomers working and seeking the best assignments in order to keep high incomes and maintain their living standards.

Competition between Companies

According to this report, the competition between firms will continue to increase in the near future so companies will have to fight even harder to hire and retain the most talented and high level employees. To find this new talent, international companies will have to recruit worldwide while they will also have to find ways of encouraging their employees to stay in the organisation.

According to the PricewaterhouseCoopers’ study, while remuneration policies will remain the main incentives, they will no longer be sufficient to retain talented employees. Companies will have to adapt to their employees’ core values and provide them with challenging and stimulating roles around the world.

New Destinations

Emergent countries will have reached their full potential in 2020 resulting in new global mobility patterns. Instead of having personnel going from Northern to Southern countries, firms will increasingly send their employees to any country in the world.

The constant search for new talent will drive international companies to scout the foreign market for employees who bring a high level of competence, knowledge and experience. For example, the report shows the case where a Chinese organisation may hire a European worker and send him or her to work in Africa.

Changes to demography around the world will also impact the mobility flow. Indian cities for instance will become more important as their educated population overtakes key urban centres in western countries making India an attractive place for doing business. Bangalore, for example, has been reported to have a huge population of experienced global mobility professionals which is attracting many western organisations looking to outsource some of the business processes.

In addition to the above, the report also highlights several challenges and obstacles for the international assignees of the future that can jeopardise their success. Among these challenges are the impact of culture, increased interaction with different ethnic groups, loss of social networks and difficulties finding an occupation or employment for partners and children.

Cross cultural awareness training courses like Living and Working in India or Partner and Family Training can help by providing key insights and knowledge about the target culture and strategies for dealing with cultural adaptation. The skills developed on an intercultural training course can ensure that international assignees today and in 2020 will have the support they need to be successful anywhere in the world.

© Communicaid Group Ltd. 2010

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Jul 05

International Football Players – Impact of Relocation on Game Performance

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 2 Comments »

According to a recent study conducted by accounting firm Deloitte, the European football championships have approximately three quarters of the football players who are playing in World Cup.

What attracts so many players to the European football leagues over other world teams? Many argue that the main reason behind this trend is money. European football generated €15.7 billion during the 2008 season alone. This revenue comes mainly from tickets and merchandise sales as well as TV slots and adverts. English, German, Spanish, Italian and French championships have particularly high revenues which account for half of the continent total revenue.

With these colossal amounts of money, it is not surprising to see many young players from South America or Africa so eager to come and play in Europe in the hope of being recruited by prestigious clubs like Manchester, Chelsea or Barcelona. However even extremely fit and skilled professional football players are no different from expatriates when it comes to being relocated and living and working abroad.

Rows of seats Celso Pupo i International Football Players Impact of Relocation on Game Performance

© istockphoto.com/ Celsopupo

 

Employees of corporate or public sector organisations and football players alike deal with the challenges of culture shock and adaptation when moving to a new environment which can be quite different from the one they have just left. The language, food and infrastructures can be dramatically different as well as cultural values and attitudes on a social and professional level. Adapting to these new elements can sometimes be difficult for young players who are far from home, especially with atmospheres of rivalry which can make things even tougher.

Like any other international assignees, foreign football players have to cope with the differences in the way they work. Depending on where you are, players may be faced with different management and training styles as well as differences in how the game is played. For example in Italy the Calcio tolerates rough defence and a harsher physical involvement while the English Premiere League emphasises the attack, leading to spectacular and open games. While some players adapt naturally to these differences, other can struggle and witness a decrease in their overall performance.

Players own cultural values can also become obstacles, particularly in how they adapt to different management or training styles. Their relationship to authority, for example, and how they perceive their manager or their attitude to time and arriving late for training sessions can also have an impact on how they are perceived by the rest of the team and perform as a player.

International players can also experience a kind of reverse culture shock when they come back from their club to play in their national squad. The French sports newspaper l’Equipe recently took the example of the Argentinean player Lionel Messi who they say has played for so long in Spain that he now struggles to adapt the way the Albiceleste play the game!

Hiring young players from foreign and distant countries can be really expensive so ensuring that young champions adapt quickly and efficiently to their new environment is key for football clubs both from a competition and financial perspective. Football clubs should follow in the footsteps of many international firms and provide cross cultural awareness training courses to their players to ensure a smooth adaptation process to their prodigies.

© Communicaid Group Ltd. 2010

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Jun 23

Managing International Teams – Can Fabio Capello Harness the Bulldog Spirit?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector No Comments »

Fabio Capello has been under constant criticism ever since England started their World Cup campaign with a draw against the USA. At the time, people acknowledged that this poor start was not helped by the horrendous mistake made by the goalkeeper, Robert Green. But sceptics pointed out that England did not capitalise on the goal scoring opportunities that would have eclipsed Green’s mistake.

The second match saw things go from bad to worse with an abject draw against the Algerians who gave an excellent performance. The end of the match saw Rooney castigating the England supporters for booing and talk of dissent and unrest surfaced in the England camp. Suddenly, stories started to appear about communication problems between Capello and his team, and the different points of view that were threatening to send England back home embarrassingly early, shredding a nation’s hopes to pieces once again.

To think that only a few weeks ago the media could not be more positive about Capello makes matters worse. His strict upbringing in Italy, another traditionally strong football nation, seemed to be just what the England team so desperately needed to reach the top of world football.

England flags Joe Gough1 Managing International Teams – Can Fabio Capello Harness the Bulldog Spirit?

© istockphoto.com/ Joe Gough

 

After a disastrous Euro 2008 campaign, with manager Steve McClaren, which saw England failing to qualify, they thought that a strong character and foreign influence like Capello at the helm of the English team would help change players’ mentality for the better. Unlike lenient McClaren, who as an Englishman was perhaps more star-struck by his players, Capello, a disciplinarian with strict rules on and off the pitch, would not allow misbehaving and would certainly not treat his players with kid gloves. Indeed, his stint as England manager up until the World Cup had been quite successful and he led the team to nine victories in ten qualifying games, losing only to the Ukraine, albeit only after qualification to the World Cup had been secured.

But as with many high-profile and high-pressure appointments, there were a few things that were ignored when Capello was appointed England manager. Despite his previous successes as manager in his native Italy and in Spain, Capello’s poor English language skills were brushed aside by the FA. His strict disciplinarian approach was also thought to be good for the team, however since English players are pampered throughout the year by their respective clubs, it was perhaps too hard a transition for players in the much-higher pressure environment of a World Cup. Indeed, only after England’s draw against Algeria did it become known that the team had apparently just drank their very first beer since the start of the tournament and that a few players had voiced their dissent against Capello’s tough-love approach.

Cultural, language and communication differences are well-known challenges faced in the business world, and football is no exception. Yet because football players and managers are sometimes perceived as ball-kicking athletes with no intellectual aspirations, their cultural and language differences go largely ignored.

The problem then is when football teams are immersed in high pressure on the world stage. All their differences are magnified and the façade starts to crack. How could an Italian manager ignore the fact that the British need to wind down sometimes with a beer and that they need directions in simple, plain English?

England is facing Slovenia in a must-win match later today, so the time has finally come to deliver results despite the many differences between manager and squad. Only time will tell whether Capello should have undertaken some sort of cultural awareness training course such as Communicaid’s Managing International Teams.

There is no doubt that Capello has done remarkably well and managed to gain a good level of English. Most people at Capello’s age are retired and so his performance and passion is all the more remarkable. Managing an international team, however, requires the Manager of England or indeed any business to harness the qualities of the team and culture(s) that it is made of. In the case of the English team, they have always been renowned for their passion, bulldog spirit and the desire to keep fighting to the end – often to lose on penalties!

Today we need to see that bulldog spirit once more. We don’t care if England lose today as long as they show that they care passionately and deliver a performance to make the fans back home and those that have travelled all the way to South Africa proud. Come on England!

© Communicaid Group Ltd.2010

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Jun 16

Renault: the Challenges of an International Acquisition in South Korea

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector 1 Comment »

The French car maker Renault has recently made a proposal to buy the smallest South Korean car manufacturer Ssangyong Motor. This bid is a joint operation between Renault, its subsidiary in South Korea and its Japanese partner Nissan.

Renault is renowned for its involvement in the world market and is the perfect example of an intercultural company. Its chairman Carlos Ghosn has lived in Brazil, Lebanon, France and Japan where he is highly regarded after his spectacular saving of Nissan during the 90’s. Ghosn also strongly supports multicultural organisations, claiming they will be increasingly successful in the future. His company has also developed a successful joint venture with Nissan and Samsung and is present everywhere in the world from South America to China and Eastern Europe.

It is safe to say that Renault is more than used to dealing with intercultural challenges within the global work place. However, this operation in South Korea will come with its own set of specific challenges and cultural differences that Ghosn and his employees will need to recognise and be able to deal with in order for this acquisition to be a success.

South Korea building 4 i1 Renault: the Challenges of an International Acquisition in South Korea

© istockphoto.com/ Neomistyle

 

Here are just three key areas where French carmaker Renault may experience challenges as a result of the cultural differences.

The Impact of Confucianism
Confucianism values are deeply rooted within South Korean society and have shaped the laws, moral systems, beliefs and values shared by South Koreans. Confucianism emphasises the importance that every member of society look after each other, respect hierarchy and strive for harmony.  This particular value has a tremendous importance when doing business in South Korea and drives South Koreans to look for consensus in the workplace resulting in a sometimes slow and confusing decision-making process.

Kibun and Bae Liou
Like in many Asian cultures, the concept of Face (or Bae Liou in Korean) is crucial to understand.  South Koreans will try to keep face at all costs so you should show them as much respect possible.  A loss of face includes any sign of disrespect or loss of temper.  The concept of Kibun involves understanding other people’s feelings and emotions through non-verbal signals and cues which can sometimes be difficult to correctly interpret without the right level of preparation and cultural awareness and understanding.

Personal Relationships and their Impact on Doing Business
Personal relationships have a significant influence on doing business in South Korea. As relationships are an imperative part of South Korean business culture, it can be helpful to be introduced by a third party. Lacking the proper contact or trying to do business in South Korea without introduction can lead to closed doors and failures.

Understanding these and the many other key concepts in South Korean business and social culture is essential for anyone doing business in South Korea.  To help Renault ensure a smooth acquisition of Ssangyong Motor, employees working with counterparts in South Korea should be provided with intercultural training solutions that will give them the required level of knowledge and understanding of South Korean culture. Communicaid’s Cross Cultural Awareness Training South Korea courses like Doing Business in South Korea or Living and Working in South Korea can help Renault and other companies doing business in South Korea reduce the chances of misunderstandings and critical incidents, resulting in a more successful business venture.

© Communicaid Group Ltd. 2010

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Jun 10

Perceptions of Animals across Cultures: Man’s Best Friend or Dirty Beast?

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for the Public sector 1 Comment »

When living and working in another country, there are numerous things to consider apart from the more obvious ones of climate, language, religion, currency, etc. Some important considerations are less obvious. For example, do you have a pet or do you enjoy a hobby such as horse riding? Your animal or hobby may be perceived in a completely different light in another culture so it’s important to consider the significance given to specific animals in different parts of the world and general perceptions towards them.

One example which is often mentioned in popular press is the case of dogs. In some cultures, like the US or UK, dogs are loved and considered a great pet to have at home and with the family. In other cultures, such as those where Islam is the majority religion, dogs may be perceived as dirty or dangerous. Muslims’ treatment of dogs is still a matter of debate amongst Islamic scholars . While these animals are widely considered by many Western cultures to be ‘man’s best friend’, the Koran describes them as unhygienic. Muslims will therefore avoid touching a dog unless he can wash his hands immediately afterwards, and they will almost never keep a dog in their home.

Cairo sunset clu i Perceptions of Animals across Cultures: Man’s Best Friend or Dirty Beast?

© istockphoto.com/ Clu

 

In Iran, for instance, a cleric once denounced ‘the moral depravity’ of dog owners and even demanded their arrest. If you are an international assignee living and working in Saudi Arabia or another Arabic country, you should remember this when inviting Arab counterparts to your house in case you have a dog as a pet. This is just one example of how Islam and other cultural beliefs can impact on aspects of everyday life that someone else may not even question. A Middle Eastern man might be very surprised when going to Japan, for instance, and seeing dogs being dressed and pampered like humans and carried around in baby prams!

Dogs are not the only animals which are perceived quite differently from one culture to another. In India, for example, cows are sacred and are treated with the utmost respect. Conversely in Argentina, beef is a symbol of national pride because of its tradition and the high quality of its cuts. An Indian working in Argentina who has not done his research or participated in a cross cultural training programme such as Doing Business in Argentina may be surprised at his first welcome dinner with his Argentinean counterparts where a main dish of beef would be served.

It is therefore crucial to be aware of the specific values assigned to objects or animals in different cultures to avoid faux-pas or cultural misunderstandings, particularly when living and working in another culture. Learning how people value animals and other symbols around the world is one of the numerous cultural examples discussed in Communicaid’s intercultural training courses. Understanding how your international colleagues may perceive certain animals can help you ensure you aren’t insensitive and it may even provide you with a good topic for conversation.

Communicaid’s cross cultural training for relocation courses can be specifically tailored to meet the needs of your business and prepare your employees for any international assignment or business venture. Our courses are tailored to include all potential topics of interest and problems that might arise to prepare your workforce to deal with them appropriately.

Living and working abroad requires not only knowledge of the business culture of a particular country, but also a more in-depth understanding of its culture and wider traditions. Such understanding will facilitate fruitful relationships and successful business partnerships wherever you need to go.

© Communicaid Group Ltd.2010

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Jun 01

Communicaid in the Press: Language Skills in the City

Cross Cultural Training, Cultural training for Relocation, Culture, Culture training for Business & Management, Culture training for Human Resources, Culture training for the Public sector, International Business English, Language Training, News about Communicaid 1 Comment »

In an article written for Complinet, Karen Higginbottom speaks to Communicaid and investigates the need for globalised financial firms to give their employees language training even if they are English native speakers. She discovered that even if English is the “official language” when it comes to business, an increasing number of firms are wishing to deliver language training courses to their employees.

Looking at the example of the City of London, the world’s most renowned financial place, the importance of language training is evident.

 

IMG 2040002 cora malinak 425x282 Communicaid in the Press: Language Skills in the City

© Cora Malinak

This trend of providing language training is easily understandable. As financial firms increasingly develop their activities overseas, they recognise the importance and value of having employees who can speak different languages. This is particularly true in markets where English is not widely spoken or used or when dealing with junior collaborators who have not mastered the use of English in a professional context.

Speaking another language will help to ensure the success of any global expansion or investment opportunity. Being able to speak the local language is also a good way to show commitment and a genuine will to work with foreign counterparts, even if they are able and willing to speak English. Demonstrating some interest in their mother tongue is a good way to build a fruitful working relationship.

The ability to speak other languages is prized by most companies and can also provide a boost to executives’ careers. Karen Higginbottom quotes a report from the Confederation of British Industry showing that language skills are an important factor for a third of employers when it comes to recruiting new employees. Being able to speak another language is also a plus for expatriation candidates as they will be perceived as more capable of assimilating to the culture of their host country if they know the language. This quick assimilation will help them to be more efficient and operational within their new working environment.

Finally, language training will also help people to understand how they speak their own language to foreign nationals which is also key. Reducing acronyms and being careful about the use of humour will make a huge difference for anyone doing business in the global marketplace.

Providing high quality and tailored training to global organisations and responding to their specific requirements in function of their size, area of expertise and working environment is key for a culture and communication skills consultancy like Communicaid. Language training courses like French Language Training Courses or Russian Language Training Courses can be tailored and adapted to suit any type of requirements, ensuring a maximum return on investment. Participating in a Communicaid language training course is the first step towards learning a language and ensuring you and your organisation make the most of international opportunities.

© Communicaid Group Ltd. 2010

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